What’s Next: Lessons Learned After Eight Months of Operating The Jaxon Hotel
The first months of operating a boutique hotel are often the most revealing. They expose what works, what doesn’t, and what truly matters when vision turns into daily responsibility.
After eight months of operating The Jaxon Hotel, Tatiana Escobar reflects on the lessons learned—not just as a business owner, but as a leader, a partner, and a daughter.
Family First, Always
One of the most important lessons Tatiana learned is that family must come before business.
“When you mix family and business, things can get hectic quickly,” she shares. “Maintaining healthy relationships with my family is more important than any deal or decision.”
Clear communication and setting real expectations—regardless of who is involved—became essential. Leadership, she realized, requires boundaries as much as drive.
Constant Adjustment Is the Job
Operating the hotel revealed a simple truth: there is no “set it and forget it” in hospitality.
“Everything has required work,” Tatiana explains. “There’s been constant adjustment—learning new ways to manage, improving systems, and finding more efficient processes.”
What worked better than expected wasn’t ease—it was adaptability. The ability to identify inefficiencies quickly and improve them became a core operational strength. Streamlining the guest experience and amenities is now a central focus of Phase Two of the business.
Unexpected Support That Made All the Difference
One of the most surprising and meaningful aspects of the journey has been the support from Tatiana’s family—especially her mother.
“She’s my number one cheerleader,” Tatiana says. “Her support during the toughest moments meant more than anything.”
That emotional foundation provided stability during the most demanding phases of operations.
Moving Fast and Making Smart Changes
Occupancy and demand evolved quickly, leaving little time for hesitation.
“There’s no time to overthink,” Tatiana explains. “You implement, you run with it, and if something doesn’t work, you make educated changes.”
Guest feedback became a real-time tool—not criticism, but data. Every adjustment was made with the goal of improving satisfaction while maintaining operational sustainability.
Refining Operations for the Next Phase
Looking ahead, Tatiana plans to introduce a new operator, working under her direct supervision, to elevate guest service and streamline day-to-day execution.
Phase Two will focus on:
- Enhanced guest service satisfaction
- Operational efficiency
- Stronger systems under experienced oversight
All while maintaining the heart and personality that define The Jaxon.
Growth Beyond the Hotel Walls
Activating the hotel’s green outdoor space is one of the next strategic priorities. The goal is to create a vibrant environment that enhances guest experience while unlocking additional revenue streams.
But the vision doesn’t stop there.
“Yes, another site has always been part of the dream,” Tatiana confirms.
The next project—Milan—will represent the next evolution of boutique hospitality, building on the lessons learned at The Jaxon while raising the bar even higher.
Looking Five Years Ahead
In the next two to five years, Tatiana sees The Jaxon operating at a five-star standard, not necessarily in luxury pricing, but in execution, service, and impact.
More importantly, she envisions herself continuing to make a meaningful difference in the hospitality industry—proving that discipline, vision, and heart can coexist in business.
The journey is far from over. But the foundation has been built—with intention.
